Sequence improvements to public sector change leadership so that each step makes the next one easier.
Leading Change in Government Bodies and the Public Sector
A working programme in public sector change leadership for managers who have to deliver with existing resources.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When public sector change leadership is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on change leadership, which nobody trained them for. Mature organisations treat the organisational leadership capability as a standing capability rather than a project that finishes. Exercises escalate in difficulty, ending with the ambiguous situations that make public sector change leadership hard in practice. Participants gain a realistic view of what the organisational leadership discipline costs and what it returns. The level assumes working familiarity with the management team but no prior formal training in change leadership. What blocks progress on public sector change leadership is usually unclear ownership rather than unclear intent. The course sets out a working method for change leadership that participants can apply the week they return. The closing exercise tests whether the participant's plan for this aspect of organisational leadership survives a hostile question.
Expected Learning Outcomes
Recognise early indicators that change leadership is drifting away from its intended design.
Manage the emotional load public sector change leadership places on you and on the team.
Communicate the purpose of change leadership to those who have to comply with it.
Delegate responsibility for public sector change leadership without losing sight of the outcome.
Build coalitions across functions to make change leadership stick.
Hold difficult conversations about public sector change leadership early, while they are still small.
Who Should Attend
Business partners who must understand public sector change leadership well enough to challenge it.
Staff seconded into improvement work on change leadership.
High-potential staff being prepared for wider responsibility for public sector change leadership.
Department heads and senior managers accountable for change leadership.
Managers of geographically distributed teams handling public sector change leadership.
Human resources partners advising leaders on change leadership.
Course Modules
Public sector change leadership: building the bench and letting go
2 sessions · 8 pointsSession 1What to measure in public sector change leadership and what to ignore
- Compare the cost of public sector change leadership with the cost of its absence.
- Check that change leadership still works when volumes rise unexpectedly.
- Define the trigger that would require public sector change leadership to be redesigned.
- Anticipate the objections change leadership will raise and prepare the answers.
Session 2Delegating change leadership without abandoning it
- Establish the boundary of public sector change leadership and record what sits outside it.
- State the outcome expected from change leadership in a single sentence anyone can repeat.
- Test whether the team can explain public sector change leadership in their own words.
- Identify your successor for change leadership and the gap they need to close.
Change leadership: performance, standards and consistency
2 sessions · 8 pointsSession 1Where change leadership typically breaks, and why
- Recognise publicly one person whose work on public sector change leadership went unnoticed.
- Give one piece of specific feedback on change leadership within the week.
- Agree the standard on public sector change leadership and confirm it applies to everyone.
- Review a past decision on change leadership and state honestly what you would change.
Session 2Saying the thing about change leadership that nobody wants to say
- Establish what evidence demonstrates public sector change leadership is under control.
- Decide what you will delegate on change leadership and what you will not, and say why.
- Identify where judgement in public sector change leadership is legitimate and where it is not.
- Reduce the variation in how change leadership is carried out between teams.
Change leadership: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Showing that change leadership changed something measurable
- Name a single owner for each element of public sector change leadership.
- Identify which function can quietly block change leadership and address it directly.
- Ask the team what they think is wrong with the plan for public sector change leadership.
- Assess the workload change leadership adds and what you will remove to make room.
Session 2Moving public sector change leadership from approval to execution
- Decide what will be stopped to create capacity for public sector change leadership.
- Prepare how you will respond when change leadership is challenged publicly.
- Establish who is informed, consulted and accountable in public sector change leadership.
- Set out how exceptions to change leadership are requested and approved.
Change leadership: setting direction people can act on
2 sessions · 8 pointsSession 1Applying the standard on change leadership to your best performer
- Set the decision rights on public sector change leadership: who decides, who is consulted, who is told.
- Write down the reasoning behind your position on change leadership.
- Draft the minimum viable leadership plan for public sector change leadership.
- Confirm that those complying with change leadership understand why it exists.
Session 2Moving change leadership through people who do not report to you
- Rank the weaknesses in public sector change leadership by consequence rather than by ease of fixing.
- Arrange the handover of change leadership so capability survives staff changes.
- Check whether incentives anywhere reward behaviour that undermines public sector change leadership.
- Name the person accountable for each part of change leadership, not the committee.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.